MANAGEMENT AND ORGANISATIONAL BEHAVIOUR (BBMM301) CASE STUDY REPORT –GROUP ASSIGNMENT – SUMMER TERM 2017

MANAGEMENT AND ORGANISATIONAL BEHAVIOUR 

 

I. Summary of the Assessment and Its Goal
The purpose of the case study analysis report, a group project, is to evaluate students’ abilities to recognize, comprehend, and apply important management and organizational behavior ideas within the framework of a practical business case. The case’s problems and issues must be identified by the students, who must then analyze the case using the theories and models covered in class and suggest appropriate solutions.
II. Weighting and Results of the Assessment:
20% of the overall unit grade.
• Learning Objectives: a–d (see unit overview)
III. Requirements for Submission:
• Deadline: Thursday, Week 5.2, before 5:00 PM
• Before uploading the work, note the student numbers of both students on the cover page.
• Submissions must be made in rigid groups of two (2) students.
Word count: approximately 1500 words; available in MS Word or PDF format.
• All contributions made via file upload to the Moodle unit page No tangible copies may be submitted.
• Only one group member should turn in the report.
4. Format specifications
The sample report format listed below should be used in a well-written report:
• Cover Page (student names and case study title)
• Executive summary (must highlight the key elements of the full report; around 0.5 pages long)
• The contents page
• An introduction (a synopsis of the case’s essential facts)
Identification of the problem (start with a list of symptoms, then talk about the underlying causes) Analysis and evaluation (back up your claims with pertinent theories from the lectures) (Take discussion questions into consideration.)
• Recommendations (theoretically sound responses to the case-study issues)
• Reference List (Harvard Citation Style)
V. Assessment Information
The case study’s discussion questions should serve as the basis for the analysis, and your report analysis should respond to them. You must cite pertinent theories from the lecture and your textbooks to back up your arguments. The report must be formatted correctly, as indicated by the sample report format (see above). A proper group discussion, analysis, and research should lead to the report.
The following requirements must be met: • Conduct research using the assigned textbook and at least two academic journal articles (see ProQuest/Ebsco/Ebrary, which are available through Moodle);
• Select relevant theories and concepts with care.
• Create a comprehensive and analytical conversation.
Use examples and evidence to back your arguments, and write in a logical and clear manner.
Make sure your work is not shared with any other classmates or groups other than your group partner. Use in-text citations and Harvard referencing.
Other crucial reminders include the following: • Sharing or borrowing report submissions is prohibited and may result in the failure of the assignment or the course as a whole.
• All submissions are routed through Turnitin, a program that assesses the originality of assignments. Lecturers may require students to discuss their case study report in a separate meeting. To check for and prevent plagiarism, students are advised to turn in their work before the deadline.
VI. Evaluation Standards
These standards will be used to evaluate and mark your assignment:
• Your comprehension of the case problem or problems (20%)
• The effectiveness of the research conducted (20%)
• The quality of the analysis and recommendations, as well as how you relate organizational behavior and management principles to the case problems (30%)
• Consistency and coherence, or how effectively your argument flows. (15%)
Professional spelling, grammar, and referencing style. (15%)
Total: /100
Seventh: The Case Study

David Valdes’ The Philippine Daily Inquirer
Earlier Years
It is 2001, and the Philippine Daily Inquirer has led the market in both readership and income for more than a decade. The Inquirer has a significant circulation advantage over other newspapers, which has made the publication very successful and allowed for generous profit-sharing bonuses for staff members. The Inquirer has developed a devoted readership and routinely wins journalism prizes thanks to its distinctive, hard-hitting style of reporting. Nothing could possibly go wrong for this newspaper, according to the plaudits that keep coming in.
In the midst of severe upheaval brought on by the populace’s discontent with the autocratic and dictatorial government of the Philippine President, Ferdinand Marcos, the journal was originally established in 1985. The publication mostly fought this rule and covered its atrocities. The newspaper was once run by a small group of workers, including journalists and office staff, who collaborated in one large room in a run-down Manila building. Political uncertainty and worry were prevalent at the time. You never knew when you might be kidnapped in secrecy by Marcos’s goons, imprisoned, or assassinated, with your family remaining in the dark about what happened to you. However, a lot of the veterans look back on those times with fondness, saying, “We were like one family, united against an unfair system. One trailblazing editor remarked, “We felt we were waging a good battle for our kids and future generations. The Inquirer was one of many who encouraged the populace to overthrow the government in 1986. The majority of Filipinos revere the newspaper for its pivotal role in this revolution and its no-holds-barred, hard-hitting journalistic style.
The newspaper eventually relocated into their very own brand-new building in Makati, a more contemporary business center, in 1994 as it grew and became more and more popular. This sleek, well-lit, and roomy modern workspace comprises three main floors. Many of the pioneers could see the changes, some of which were unwelcome, as more and more new employees entered the workforce. “These new workers didn’t actually go through what we went through. They are ignorant of the significance of sacrifice.
Despite growth, the warning signs
The 1990s saw a generally strong economy, which helped the newspaper’s advertising revenue soar. No matter what its rivals tried, the Inquirer was firmly established at the top and kept expanding its dominance. As owners and employees began to reap the rewards of their success, complacency soon started to set in.
Just before the millennium began, the first unsettling indications that something was wrong started to emerge. The Internet was adored by everyone, and a growing number of people could access the news online whenever they wanted, virtually anywhere they had a computer. Many editors at the Inquirer believed that this would never pose a threat to their publication. After all, you couldn’t really read the news on a desktop computer while riding in a vehicle, bus, or train, could you? A newspaper was simply the most portable medium there was. As long as you can’t carry your desktop computer to read the news in the bathroom, newspapers will always exist, proclaimed Letty, the revered, innovative, and well-loved Editor-in-Chief of the Inquirer. However, the benefit of newspaper portability was being questioned as computers shrank in size. Some of the inquirer’s police started to sit up and take note as more and more portable devices with the potential to access the Internet virtually anywhere were being introduced. “You can’t take your computer to read in the bathroom” was no longer an acceptable response.
The Inquirer wasn’t quite out of step because its website version was launched in 1997. The newspaper division generated the majority of the company’s income, and the news website was far from becoming a successful business. In actuality, there was a substantial expense and little indication of an income increase. Many conservative editors were reluctant to adopt this new medium, even though some officers at the Inquirer felt passionately about investing more money and time in the web company. One of the perceived problems was whether or not the Internet actually competed with newspapers. Would the readership of the Inquirer newspaper decline if it promoted its news website, which was available for free to everyone with a computer connected to the Internet?
Old versus new
Think about the operational contrasts; conventional newspapers have news deadlines. Around 5 o’clock that day, news, features, and advertising content is sent in to be processed, compiled, and set out on the newspaper page before being delivered to the printing press. In order for the delivery vans to leave at four in the morning to distribute the newspapers around the nation, the machines produce the newspapers all through the night.
There is no such deadline, however, for a genuine news website. If news were to compete in the modern world, it would need to be digested as it is received and released online as soon as feasible. If a newspaper doesn’t deliver, people can quickly switch to alternative news sources on the Internet because news is starting to be provided “on-demand” from anywhere with a connection to the Internet. The idea of editors competing in this never-ending process was challenging for them to understand. The Inquirer has to alter its standard editorial procedure to fit a 24-hour news cycle in order to compete with other news websites. The editors were concerned about the prospect of needing to put in more time at work with a 24-hour cycle. The risk of losing control over the caliber of the news content and additional supervision work would still be present if editorial staff were to be increased.
The Newspaper’s Soul and Heart
The fact that Letty, the editor-in-chief, was a captive of the conventional newspaper procedure only made problems worse. Letty had repeatedly displayed amazing fortitude to disclose what she believed to be true, despite pressure from influential politicians who had been negatively impacted by highly critical news coverage. She was the principal proponent of the newspaper’s daring reporting style. But Letty would frequently show up at the editorial office after 5 o’clock, and the newspaper’s production would frequently stall while it awaited her contribution. She would then go on to overturn many of the editorial choices made earlier by the less experienced editorial team, greatly delaying the process. Letty was a very active editor and manager; nothing made the front page without her review and direction. Although Letty’s subordinate editors were generally excellent writers, they always followed her commands due to her micromanagement leadership style. The delivery of the newspaper would be delayed as a result of delays in the newspaper production process, allowing other publications, particularly those published online, to distribute the news to readers much earlier.
The Inquirer’s website was frequently not updated until after midnight so as not to adversely affect newspaper sales the following morning. The website was handled more as support for the newspaper than as an independent product competing in the Internet news market. Because of their respect for Letty, several of the more forward-thinking editors were concerned that the situation needed to alter but were hesitant to bring it up in meetings. In addition, despite Letty’s repeated assertions that it was crucial to adjust to the 24-hour news cycle of the Internet world, her actions did not truly match her words as she continued to arrive at work late.
A few visionary editors might have been able to steer the ship in the direction of a more contemporary approach. However, the majority of them are junior editors who are youthful and lack authority in the newsroom. If you weren’t one of the people who worked during and survived the perilous Marcos dictatorship, many of the senior editors felt that you hadn’t truly “earned your stripes.”
Suspicion was raised when management decided to strengthen its web business by establishing a separate web-focused organization. The older editors saw the new hires for the new group as competitors, making cooperation challenging. However, this collaboration was essential to the success of the new website and the Inquirer’s future. Gaining financial savings and developing a unified Inquirer brand depended heavily on the collaboration between digital and newspaper editors and the sharing of news items between the website and the newspaper.
The Future’s Challenge
The proprietors of the newspapers are worried because they have to deal with idealistic editors and journalists and because the advertising industry is crucial to their survival. They also know that they must make sure their firm adapts to the times in order to be successful. While Internet usage was sharply increasing, newspaper reading was declining globally. A smaller readership means fewer eyes to see the newspaper ads. This would eventually pose a severe danger to the company’s long-term prospects.
The CEO of the Inquirer, Sandy, is aware that she faces a difficult challenge. The collision of newspaper subcultures forces her to traverse treacherous seas. She had a profitable newspaper, but she also understood that in order for the business to be prepared for the future, she would need to drive change. She must cope with a firm that needs to shift course, argumentative and dubious editors, and a culture of complacency within the organization.
Guide to Discussion Analytical Questions:
1. How would you characterize the Inquirer’s organizational culture and subcultures?
2. Why is the Inquirer so resistant to change?
3. Talk about how centralized the editorial group is and what it means for the group’s operations.
4. How does the existing departmentalization strategy add to the issue?
5. What stage of team development do you think the editorial group is in? Why?
6. How does the Inquirer’s transformation process differ as a result of Letty’s leadership style and behavior?
7. How can Sandy alter the organizational culture to make it more receptive to its surroundings? Your case study recommendations should include your responses to this query.

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